Implementing Sales Infrastructure to Achieve Higher Growth
Senior leaders saw several opportunities to improve their sales capability and infrastructure. With a small sales team, the organization had never standardized expectations for their main selling role. Similarly, each salesperson used their own unique strategies and tactics to sell through agents to their end customers. This resulted in various processes, tracked or not tracked at all, making it impossible for senior leaders understand current and future expected revenues. Finally, despite the technology team’s effort to provide sales with a functioning CRM, their tool had not been appropriately implemented for the sales team’s needs nor was it ever made mandatory for teams to leverage. The CEO knew they needed a few major changes in order to upgrade their sales capability and achieve a higher growth rate.
Symmetrics Group Approach
Symmetrics Group initially completed an assessment of all aspects of the sales organization to understand the biggest opportunities to improve sales capability and develop a sales infrastructure. As a result of the assessment, we had a few key recommendations.
First, we recommended establishing a standard salesperson role profile. This meant defining a standard job description, set of responsibilities, performance objectives, and compensation incentive plan. The new role profile was focused on ensuring the salespeople were hunting for new clients, not just servicing their existing and happy clients. The new role profile was critical to set expectations with the sales team regarding how their role was changing and what senior leaders wanted them to do differently going forward.
Next, we recommended a go-to-market segmentation approach that would focus the salespeople on clients with high and medium growth potential and focus the internal account management team on clients with lower growth potential. This resulted in a slight shift in client ownership but was key to making sure the right resources were deployed against the right types of clients in order to maximize revenue potential for the business.
Finally, we developed a sales process that the whole sales team would follow and use in order to track opportunities in a pipeline. We also designed a Territory Planning process to ensure the sales team was focusing accounts on high priority target clients. The Territory Planning process included a forecasting tool so that future expected revenues could easily roll up to senior leader reporting. Both processes were enabled by CRM recommendations and discrete data elements so that the technology team could re-implement a more valuable and user-friendly CRM.
We are excited to see the sales team’s quick adoption of the CRM, including tracking client account information and opportunities, including a forecast pipeline in the CRM, no longer in spreadsheets. In addition, we expect to see significant growth in their mid-sized client base as a result of the targeted sales effort based on the new segmentation approach.
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